ArticleFrontiers in psychology2024
Empathetic leadership and employees' innovative behavior: examining the roles of career adaptability and uncertainty avoidance.
Article in Frontiers in psychology, 2024. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 7 papers.
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Who cites it
7 citing papers in PubMed.
- Spiritual Leadership in Hotels and Service Performance Under Emotional Demands: The Mediating Role of Emotion Regulation Self-Efficacy.Behavioral sciences (Basel, Switzerland) · 2026Article
- Nursing faculty perceptions of soft skills teaching in undergraduate nursing education: a qualitative study.BMC medical education · 2026Article
- Empathetic Leadership in Corporate Communication: Cultivating Positive Dynamics and Enhancing Employee Well-Being.Behavioral sciences (Basel, Switzerland) · 2026Article
- Culturally Attuned Leadership and Employee Behavior During Organizational Change Initiatives in a Developing Economy.Behavioral sciences (Basel, Switzerland) · 2025Article
- The impact of platform leadership on employee deviant innovation in digital transformation enterprises.Scientific reports · 2025Article
- The relationship between self-efficacy and uncertainty avoidance levels of school administrators.Frontiers in psychology · 2025Article
- How does mindfulness affect media employees' creative engagement? The chain-mediation model of institutional pressures and career adaptability.Frontiers in psychology · 2025Article
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5 authors.
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Abstract
Introduction: Career construction theory proposes that adaptivity affects career adapting through career adaptability. However, research on the mechanism of this pathway remains scarce. By applying career construction theory and conservation of resources theory, we hypothesize that career adaptability (concern, control, curiosity, and confidence) mediates the relationship between empathetic leadership (adaptivity) and innovative behavior (career adapting). Moreover, we posit that uncertain avoidance moderates the mediating mechanism. Methods: Our study used SPSS23 and bootstrap methods (PROCESS) to test the proposed model. The sample comprised 301 employees from different firms in various industries. In this study, empathetic leadership-5, career adaptability-24, uncertainty avoidance-5, and innovative behavior-6 scales were used to measure empathetic leadership, career adaptability, and uncertainty avoidance. Results: The results revealed that (1) empathetic leadership is positively related to employees' innovative behavior (2) Concern (H2a), control (H2b), curiosity (H2c), and confidence (H2d) mediate the relations between empathetic leadership and employee's innovative behavior (3) Uncertainty avoidance moderates the relationship between empathetic leadership and concern (H3a), control (H3b), curiosity (H3c), and confidence (H3d), such that this relationship is stronger when uncertainty avoidance is higher (4) Uncertainty avoidance moderates the indirect relationship between empathetic leadership and employee innovative behavior through concern (H4a), control (H4b), curiosity (H4c), and confidence (H4d), such that this indirect relationship will be stronger when uncertainty avoidance is high than when it is low. Conclusion: We investigated how empathetic leadership affects innovative behavior. Based on career construction theory and conservation of resources theory, we also tested the hypothesis that concern, control, curiosity, and confidence play mediating roles in linking empathetic leadership (career adaptivity) to innovative behavior (career adapting). In addition, this study found that uncertainty avoidance does not always have negative effects. People with a high uncertainty avoidance tendency may be dependent more on empathetic leadership to improve their career adaptability, which promotes their innovative behavior.
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